Staff resistance to change, inadequate training, and
thinking in silos are among the main obstacles to achieving a lean
business culture.
This is one of the key findings of qualitative research at
GE Healthcare, GE Oil & Gas, and manufacturer James
Walker.
The research is part of the Oracle Lean Leaders’ Circle (OLLC)
programme, which is a joint project by the software suppler and the
Lean Enterprise Research Centre (LERC) of the Cardiff Business
School.
The OLLC was formed in November 2006 to explore the
opportunities, drivers and challenges of aligning IT and lean
enterprise management methodologies aimed at eliminating waste and
increasing efficiency.
The latest research confirms initial finding that human
influences are a greater barrier to the implementation of lean
processes than IT factors.
The research report concludes that a key enabler for lean
enterprise is a deep understanding in the IT team of the full range
of processes governing the business’s successful operation.
Ben Waller, senior research associate at LERC says, “The next
step is to research ways of implementing the findings of the
analysis that has been done.”
Cardiff Business
School >>
Oracle >>
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